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Flexport CEO Ryan Petersen explains why your initial vision for your company is probably wrong When Ryan first applied to Y Combinator he wanted Flexport to be “TurboTax for customs.” But that vision changed a lot. As Ryan explains: “The more you learn and the more customers you talk... to and the more vendors you talk to, the more you realize how screwed up the world is in this space. Then [the vision] actually gets bigger and bigger and keeps expanding.” Y Combinator CEO Garry Tan says this is a common pattern he sees in startups too: “There’s a misconception that you wake up from a haze and you’re like ‘This is it. This is the vision.” But the story is actually ‘Oh here’s this thing that I know I can solve.’ And then once you solve it and people really like it, it sort of expands and expands.” Ryan concludes: “If a founder is too certain of exactly what the vision is and what the product’s going to look like and how it’s all going to work, they’re probably wrong. The world is super messy.” Source: Garry Tan (Mar 2022)show more

Startup Archive

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Ryan Petersen on what Paul Graham told him when he stepped down as Flexport CEO Y Combinator founder Paul Graham was Flexport’s first investor. Ryan Petersen recalls telling Paul that he was hiring Amazon’s Dave Clark to replace him as CEO in 2022: “No one has ever been more disappointed in me than when I told PG that I was hiring a CEO,” Ryan remembers. Paul first asked Ryan if Flexport was his life’s work, to which he answered “Yes.” “Then why would you ever leave?” Paul asked. Ryan said he thought the new CEO would be better for the company. “That’s like saying some other guy is going to be a better husband for your wife!” PG exclaimed. “It might be true, but you don’t act on it!” Then PG offered Ryan the following advice: “If this is your life’s work, and you think he’s better than you. You need to go learn all of the things that he’s better than you at so that you can come back and do the job.” And that’s exactly what Ryan did. After a year, he returned as CEO of Flexport. Source: Kleiner Perkins (Apr 2025)

Ryan Petersen on what Paul Graham told him when he stepped down as Flexport CEO Y Combinator founder Paul Graham was Flexport’s first investor. Ryan Petersen recalls telling Paul that he was hiring Amazon’s Dave Clark to replace him as CEO in 2022: “No one has ever been more disappointed in me than when I told PG that I was hiring a CEO,” Ryan remembers. Paul first asked Ryan if Flexport was his life’s work, to which he answered “Yes.” “Then why would you ever leave?” Paul asked. Ryan said he thought the new CEO would be better for the company. “That’s like saying some other guy is going to be a better husband for your wife!” PG exclaimed. “It might be true, but you don’t act on it!” Then PG offered Ryan the following advice: “If this is your life’s work, and you think he’s better than you. You need to go learn all of the things that he’s better than you at so that you can come back and do the job.” And that’s exactly what Ryan did. After a year, he returned as CEO of Flexport. Source: Kleiner Perkins (Apr 2025)

Startup Archive

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Ryan Petersen on what Paul Graham told him when he stepped down as Flexport CEO Y Combinator founder Paul Graham was Flexport’s first investor. Ryan Petersen recalls telling Paul that he was hiring Amazon’s Dave Clark to replace him as CEO in 2022: “No one has ever been more disappointed in me than when I told PG that I was hiring a CEO,” Ryan remembers. Paul first asked Ryan if Flexport was his life’s work, to which he answered “Yes.” “Then why would you ever leave?” Paul asked. Ryan said he thought the new CEO would be better for the company. “That’s like saying some other guy is going to be a better husband for your wife!” PG exclaimed. “It might be true, but you don’t act on it!” Then PG offered Ryan the following advice: “If this is your life’s work, and you think he’s better than you. You need to go learn all of the things that he’s better than you at so that you can come back and do the job.” And that’s exactly what Ryan did. After a year, he returned as CEO of Flexport. Video source: Kleiner Perkins (2025)

Ryan Petersen on what Paul Graham told him when he stepped down as Flexport CEO Y Combinator founder Paul Graham was Flexport’s first investor. Ryan Petersen recalls telling Paul that he was hiring Amazon’s Dave Clark to replace him as CEO in 2022: “No one has ever been more disappointed in me than when I told PG that I was hiring a CEO,” Ryan remembers. Paul first asked Ryan if Flexport was his life’s work, to which he answered “Yes.” “Then why would you ever leave?” Paul asked. Ryan said he thought the new CEO would be better for the company. “That’s like saying some other guy is going to be a better husband for your wife!” PG exclaimed. “It might be true, but you don’t act on it!” Then PG offered Ryan the following advice: “If this is your life’s work, and you think he’s better than you. You need to go learn all of the things that he’s better than you at so that you can come back and do the job.” And that’s exactly what Ryan did. After a year, he returned as CEO of Flexport. Video source: Kleiner Perkins (2025)

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WILD TAKE: Bill Maher on the Supreme Court Striking Down Parts of the Voting Rights Act: “We’ve heard a lot of talk about a civil war. This is like a step toward that. I saw the map. The picture of the map of what it’s going to look like. There’s going to be no black congress people from the South.” “You think you can cut off the part of the country that has the most African Americans in it, and that map is completely red… and you think people are just going to take that lying down.” Bret Stephens: “What I think you’re actually going to have is you’re going to have black representation, but a lot more of it is going to be Republican.”

WILD TAKE: Bill Maher on the Supreme Court Striking Down Parts of the Voting Rights Act: “We’ve heard a lot of talk about a civil war. This is like a step toward that. I saw the map. The picture of the map of what it’s going to look like. There’s going to be no black congress people from the South.” “You think you can cut off the part of the country that has the most African Americans in it, and that map is completely red… and you think people are just going to take that lying down.” Bret Stephens: “What I think you’re actually going to have is you’re going to have black representation, but a lot more of it is going to be Republican.”

RedWave Press

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Pat Riley shares what culture really is - and why everyone has one whether they know it or not. "Everybody has a culture. A culture is simply a shared vision of what it is you wanna do to get to where it is you wanna go." "It's a shared vision of what you have to do to get there." Culture isn't a slogan. It's a standard everyone commits to. "It's up to the coach to create the philosophy." "You can take each one of those acronyms - hard work, conditioning, toughness - and talk about that for 30 minutes. But it has to mean something." Then he explained what great culture builders do: "Once you set the tone about what your philosophy is going to be - you have to paint the picture. You paint the picture of what it's going to look like." Words create the vision. Actions build the culture. Culture isn’t what you say - it’s what you reinforce daily. It's shaped by your actions and what you allow. ( 🎥The Why with DWade)

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Ben Horowitz on what makes the job of a startup CEO so difficult “The way to think about [the CEO job] is: You invent something the world may want, so you start a company. You hire every person you know who you think is good and respect. You raise money from people. You go sign up customers, and those customers depend on you to succeed. It’s a lot of pressure. But you don’t actually know what you’re doing. You’ve never been a CEO. You’ve never run a big organization.” Ben continues: “You know everyone’s depending on you. And all you do is work, so you don’t have any life outside of this, and your life is basically over if this company fails. And you don’t know [if your decisions] are the right thing to do — you only think it. And then you have people around you telling you, ‘No, it’s not the right thing to do.’ So how do you trust your eyes and trust what you think, then go do it? It’s a very difficult problem.” “This is where I see CEOs fail all the time,” Ben says. They think they know what the right thing to do is, but they don’t act on it. They hesitate because there’s “too much scary stuff” between you and making that decision (e.g. the pressure of it all, people telling you you’re wrong, etc.). Video source: a16z (2025)

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"My fear is that society, built as it is, locks people away into default paths... like just become a management consultant, go get your MBA, this is safe, you'll get your pension, you'll have your nice vacations, drive your BMW, and like there's nothing wrong with that, and that's a great life, and I want more people to have that. On the other hand... Rick Rubin: There's so much more. God gave you this brain, and God gave you these senses, and we can do so much, and how do we do more? Like, how do we serve each other more? And, like, surely technology is not a bad thing in that, it is a way to solve more problems for one another." - Garry Tan of Y Combinator

"My fear is that society, built as it is, locks people away into default paths... like just become a management consultant, go get your MBA, this is safe, you'll get your pension, you'll have your nice vacations, drive your BMW, and like there's nothing wrong with that, and that's a great life, and I want more people to have that. On the other hand... Rick Rubin: There's so much more. God gave you this brain, and God gave you these senses, and we can do so much, and how do we do more? Like, how do we serve each other more? And, like, surely technology is not a bad thing in that, it is a way to solve more problems for one another." - Garry Tan of Y Combinator

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ELON: TO ACTUALLY START A COMPANY IS SIMPLER THAN YOU FEAR Elon is stripping away the mystique of the startup world, offering a blunt blueprint for anyone with an engineering mind and the drive to build. He is arguing that the barrier to entry is not as high as the "fear of failure" suggests. By focusing on a compelling prototype and leveraging the world-class venture capital ecosystem in America. Elon believes the next generation of builders can bypass the bureaucracy and start creating value immediately: “If you study engineering and you figure out how to design new things, then it is relatively easy to start a company. You just need to get a few like-minded people with you and then focus on creating a prototype, a compelling prototype as soon as possible. And then there is a strong venture capital industry in this country that will give you funding to take things to the next level. And that is all there is to it. And you might try it a few times, you may or may not succeed, but I think sometimes people fear starting a company too much. You know, what is the worst that could go wrong? You are not going to starve to death. You are not going to die of exposure. What is the worst that could go wrong?” Source: Naruto

ELON: TO ACTUALLY START A COMPANY IS SIMPLER THAN YOU FEAR Elon is stripping away the mystique of the startup world, offering a blunt blueprint for anyone with an engineering mind and the drive to build. He is arguing that the barrier to entry is not as high as the "fear of failure" suggests. By focusing on a compelling prototype and leveraging the world-class venture capital ecosystem in America. Elon believes the next generation of builders can bypass the bureaucracy and start creating value immediately: “If you study engineering and you figure out how to design new things, then it is relatively easy to start a company. You just need to get a few like-minded people with you and then focus on creating a prototype, a compelling prototype as soon as possible. And then there is a strong venture capital industry in this country that will give you funding to take things to the next level. And that is all there is to it. And you might try it a few times, you may or may not succeed, but I think sometimes people fear starting a company too much. You know, what is the worst that could go wrong? You are not going to starve to death. You are not going to die of exposure. What is the worst that could go wrong?” Source: Naruto

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Work that pays the bills. A family doctor available when you need one. A home you can afford. More joy, less worry. This is what New Democrats are fighting for. This is our vision - and I'm going to keep fighting to make this vision a reality.

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Ryan Grim on slain journalist and colleague حسام شبات: “The only explanation, the only way you can rationalize… is that people just don’t know. And so you go out, you risk your life to make sure that people know—and then people will step in and say this is wrong, this has to stop…Hossam I think toward the end, came to the conclusion that that may not be true. That the world does know. And nobody is going to stop it.”

Ryan Grim on slain journalist and colleague حسام شبات: “The only explanation, the only way you can rationalize… is that people just don’t know. And so you go out, you risk your life to make sure that people know—and then people will step in and say this is wrong, this has to stop…Hossam I think toward the end, came to the conclusion that that may not be true. That the world does know. And nobody is going to stop it.”

Drop Site

128,467 просмотров • 1 год назад

Jensen Huang explains how he designed NVIDIA from first principles “With respect to building a company, the first thing you have to do—as with all problems—is start from first principles. What is this machine that we’re trying to create? What is its input? What is its output? What are the conditions that it’s in? What is the industry like? Is it a fast moving industry? Is it a bureaucratic industry? Is it a highly regulated industry? And what are you trying to build?” Thinking about it from this perspective, there were several things Jensen wanted to do with the company: “I wanted to create a company that naturally attracts amazing people, and the reason for that is our company’s mission is to solve computing problems that are barely possible.” He also wanted a company that was “as small as possible” and “empowered people.” “If you want an organization that obeys command and control, then you make it a pyramid just like the military—all the way back to the Roman Empire. But If you want to empower people, you want to make it as flat as possible so that information travels quickly.” He continues: “We also don’t have business units. We don’t have divisions. Everybody works as one, and the company is shaped in a way that allows us to build accelerated computing best.” Video source: Sana (2023)

Jensen Huang explains how he designed NVIDIA from first principles “With respect to building a company, the first thing you have to do—as with all problems—is start from first principles. What is this machine that we’re trying to create? What is its input? What is its output? What are the conditions that it’s in? What is the industry like? Is it a fast moving industry? Is it a bureaucratic industry? Is it a highly regulated industry? And what are you trying to build?” Thinking about it from this perspective, there were several things Jensen wanted to do with the company: “I wanted to create a company that naturally attracts amazing people, and the reason for that is our company’s mission is to solve computing problems that are barely possible.” He also wanted a company that was “as small as possible” and “empowered people.” “If you want an organization that obeys command and control, then you make it a pyramid just like the military—all the way back to the Roman Empire. But If you want to empower people, you want to make it as flat as possible so that information travels quickly.” He continues: “We also don’t have business units. We don’t have divisions. Everybody works as one, and the company is shaped in a way that allows us to build accelerated computing best.” Video source: Sana (2023)

Startup Archive

63,921 просмотров • 10 месяцев назад

Sequoia founder Don Valentine: “The art of storytelling is incredibly important” “The art of storytelling is incredibly important. And many—maybe even most of the entrepreneurs who come to talk to us can’t tell the story. Learning to tell a story is incredibly important because that’s how the money works. The money flows as a function of the stories.” The founder of Sequoia founder explains that the story is how you explain what you want to do, how long it’s going to take, who the competition is, and how much money you need. a16z cofounder Ben Horowitz shared a similar view in a 2014 Forbes interview: “Storytelling is the most underrated skill… Companies that don’t have a clearly articulated story don’t have a clear and well thought-out strategy. The company story is the company strategy.” He continues: “The story must explain at a fundamental level why you exist. Why does the world need your company? Why do we need to be doing what we’re doing and why is it important?… You can have a great product, but a compelling story puts the company into motion. If you don’t have a great story it’s hard to get people motivated to join you, to work on the product, and to get people to invest in the product.” This is the job of the founder and CEO: “The CEO must be the keeper of the story. The CEO is responsible for getting the story right, that it’s up to date, compelling, and can move the hearts of men and women. That’s the fundamental responsibility of the chief executive… The mistake people make is thinking the story is just about marketing. No, the story is the strategy. If you make your story better you make the strategy better.” Video source: Stanford Graduate School of Business (2010)

Sequoia founder Don Valentine: “The art of storytelling is incredibly important” “The art of storytelling is incredibly important. And many—maybe even most of the entrepreneurs who come to talk to us can’t tell the story. Learning to tell a story is incredibly important because that’s how the money works. The money flows as a function of the stories.” The founder of Sequoia founder explains that the story is how you explain what you want to do, how long it’s going to take, who the competition is, and how much money you need. a16z cofounder Ben Horowitz shared a similar view in a 2014 Forbes interview: “Storytelling is the most underrated skill… Companies that don’t have a clearly articulated story don’t have a clear and well thought-out strategy. The company story is the company strategy.” He continues: “The story must explain at a fundamental level why you exist. Why does the world need your company? Why do we need to be doing what we’re doing and why is it important?… You can have a great product, but a compelling story puts the company into motion. If you don’t have a great story it’s hard to get people motivated to join you, to work on the product, and to get people to invest in the product.” This is the job of the founder and CEO: “The CEO must be the keeper of the story. The CEO is responsible for getting the story right, that it’s up to date, compelling, and can move the hearts of men and women. That’s the fundamental responsibility of the chief executive… The mistake people make is thinking the story is just about marketing. No, the story is the strategy. If you make your story better you make the strategy better.” Video source: Stanford Graduate School of Business (2010)

Startup Archive

258,577 просмотров • 1 год назад

Y Combinator CEO Garry Tan’s advice for startups: “When you’re small, act small” A lot of founders try to emulate large companies, and will do things like use the same terminology as Microsoft to describe their products. But Garry argues this is a mistake: “When you’re starting something new, the whole advantage is that you’re a real human being. We are so starved for real, authentic connection that if you can talk to people and say ‘Hey, I’m the CEO. What do you need?’ That’s the most powerful thing.” Being small lets you offer fanatical customer support. Not only will this win customer trust, but it’ll help you find product/market fit. If you listen to customers, they will tell you what they want. “The reason why people don’t do this is they think starting a startup is building this incredibly complex machinery… But I encourage you to think about it in a different way. It’s more like throwing a really, really amazing party… You go there, you see a friend, they say ‘Welcome! Let me take your coat. Let me introduce you to your friends.’” For his first startup, Posterous, Garry and his team aimed to reply to every single customer support email within ten minutes. And if there was a bug, they fixed it on the spot. Human connection with your customers is really important. Garry cites a study on Usenet that found retention increased from 16% to 26% if someone received a reply to their post on the forum. As Garry explains: “A 10% difference in retention is actually the difference between a startup that’s flatlining and one that’s working. The compounding of this is really, really massive… Be small. Be human.” Video source: Stanford eCorner (2023)

Y Combinator CEO Garry Tan’s advice for startups: “When you’re small, act small” A lot of founders try to emulate large companies, and will do things like use the same terminology as Microsoft to describe their products. But Garry argues this is a mistake: “When you’re starting something new, the whole advantage is that you’re a real human being. We are so starved for real, authentic connection that if you can talk to people and say ‘Hey, I’m the CEO. What do you need?’ That’s the most powerful thing.” Being small lets you offer fanatical customer support. Not only will this win customer trust, but it’ll help you find product/market fit. If you listen to customers, they will tell you what they want. “The reason why people don’t do this is they think starting a startup is building this incredibly complex machinery… But I encourage you to think about it in a different way. It’s more like throwing a really, really amazing party… You go there, you see a friend, they say ‘Welcome! Let me take your coat. Let me introduce you to your friends.’” For his first startup, Posterous, Garry and his team aimed to reply to every single customer support email within ten minutes. And if there was a bug, they fixed it on the spot. Human connection with your customers is really important. Garry cites a study on Usenet that found retention increased from 16% to 26% if someone received a reply to their post on the forum. As Garry explains: “A 10% difference in retention is actually the difference between a startup that’s flatlining and one that’s working. The compounding of this is really, really massive… Be small. Be human.” Video source: Stanford eCorner (2023)

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"We treat software like it is so precious. And in the new world we're going to, it's going to be much more fungible. But that's the good news." Garry Tan on where the moats will be for future YC companies: "That's where taste, agency, and trust matter a lot. This is something that's only crystallized recently. We've been talking about agency and taste for the longest time. Agency is being able to prompt, and taste is being able to do evals." "Trust is the third thing. It's probably the most important. When you have an enterprise company that is selling to real businesses that are relying on you — that's your moat. Your moat is actually trust. They went through the effort to try you, get you onboarded, and incorporate you into how they work."

"We treat software like it is so precious. And in the new world we're going to, it's going to be much more fungible. But that's the good news." Garry Tan on where the moats will be for future YC companies: "That's where taste, agency, and trust matter a lot. This is something that's only crystallized recently. We've been talking about agency and taste for the longest time. Agency is being able to prompt, and taste is being able to do evals." "Trust is the third thing. It's probably the most important. When you have an enterprise company that is selling to real businesses that are relying on you — that's your moat. Your moat is actually trust. They went through the effort to try you, get you onboarded, and incorporate you into how they work."

TBPN

43,619 просмотров • 4 месяцев назад

Naval Ravikant’s checklist for starting a company “The most important thing is there are no formulas. At the end of the day, you have to do what you love, and you have to do it even though people tell you it’ll never work. But that being said, if there was a formula [for starting a company], I would put it something like this.” Naval started seven companies before AngelList and this is the checklist he recommends running through before starting a startup: 1. Pick a great cofounder. This is most important: “You can do a company on your own, but it’s like you can raise a child on your own, but you probably shouldn’t. You need someone who’s going to be there with you.” This has it’s own checklist. Your cofounder should be: a. Very high intelligence (”hopefully they make you feel dumb, or they’re not smart enough”) b. Very high energy (”They should be extremely hardworking. A founder is someone who never has to be motivated. You should not have to be telling them to do their job.”) c. Very high integrity. (”a smart, hardworking crook who’s going to cheat you is the worst kind of person to be paired up with.”) 2. Pick a very large market. “Notice I don’t talk about the idea. I think ideas are almost irrelevant… The more important thing is that you pick a large space that you’re knowledgeable and passionate about. And then you will figure out what the right thing to do within that space is.” You want to be able to say to investors: “This is a space where there’s a huge market. I’m really knowledgeable and passionate about it. Here’s the great person that I have doing it with me. And here’s the minimum viable product that we have built. That will show that we can test in the marketplace… You iterate until you get to product/market fit… And then you go and you raise money from people you trust. And you use that money to scale.”

Naval Ravikant’s checklist for starting a company “The most important thing is there are no formulas. At the end of the day, you have to do what you love, and you have to do it even though people tell you it’ll never work. But that being said, if there was a formula [for starting a company], I would put it something like this.” Naval started seven companies before AngelList and this is the checklist he recommends running through before starting a startup: 1. Pick a great cofounder. This is most important: “You can do a company on your own, but it’s like you can raise a child on your own, but you probably shouldn’t. You need someone who’s going to be there with you.” This has it’s own checklist. Your cofounder should be: a. Very high intelligence (”hopefully they make you feel dumb, or they’re not smart enough”) b. Very high energy (”They should be extremely hardworking. A founder is someone who never has to be motivated. You should not have to be telling them to do their job.”) c. Very high integrity. (”a smart, hardworking crook who’s going to cheat you is the worst kind of person to be paired up with.”) 2. Pick a very large market. “Notice I don’t talk about the idea. I think ideas are almost irrelevant… The more important thing is that you pick a large space that you’re knowledgeable and passionate about. And then you will figure out what the right thing to do within that space is.” You want to be able to say to investors: “This is a space where there’s a huge market. I’m really knowledgeable and passionate about it. Here’s the great person that I have doing it with me. And here’s the minimum viable product that we have built. That will show that we can test in the marketplace… You iterate until you get to product/market fit… And then you go and you raise money from people you trust. And you use that money to scale.”

Startup Archive

36,050 просмотров • 1 год назад

I see this comment now and then but pro or not, the argument is that the game CAN be played like that, due to a learning curve that recent games got rid of. You can pull it off if you want to and once you get the hang of it, this is what your gameplay can effortlessly look like.

I see this comment now and then but pro or not, the argument is that the game CAN be played like that, due to a learning curve that recent games got rid of. You can pull it off if you want to and once you get the hang of it, this is what your gameplay can effortlessly look like.

Sebastian Highwind Dell’Aria 🌌

594,200 просмотров • 8 месяцев назад

Steve Jobs on leadership “The greatest people are self-managing. They don’t need to be managed. Once they know what to do, they’ll go figure out how to do it… What they need is a common vision, and that’s what leadership is. Leadership is having a vision, being able to articulate that so the people around you can understand it, and getting consensus on a common vision.” Borrowing from his tagline for the original Mac, Steve continues: “We wanted people who were insanely great at what they did… and the neatest thing that happens when you get a core group ten great people is that it becomes self-policing as to who they let into that group. So I consider the most important job of someone like myself is recruiting.” This observation on the importance of getting the first ten people right is a refrain you constantly hear from the very best founders. As Patrick Collison put it: “A large part of the reason why the first ten people you hire are so important is because you’re not just hiring those first ten people. You’re actually hiring 100 people because you should think of each of those people as bringing along another ten people with them.” The best leaders recruit “insanely great” people and align them around a common vision. Follow Startup Archive for more timeless startup advice!

Steve Jobs on leadership “The greatest people are self-managing. They don’t need to be managed. Once they know what to do, they’ll go figure out how to do it… What they need is a common vision, and that’s what leadership is. Leadership is having a vision, being able to articulate that so the people around you can understand it, and getting consensus on a common vision.” Borrowing from his tagline for the original Mac, Steve continues: “We wanted people who were insanely great at what they did… and the neatest thing that happens when you get a core group ten great people is that it becomes self-policing as to who they let into that group. So I consider the most important job of someone like myself is recruiting.” This observation on the importance of getting the first ten people right is a refrain you constantly hear from the very best founders. As Patrick Collison put it: “A large part of the reason why the first ten people you hire are so important is because you’re not just hiring those first ten people. You’re actually hiring 100 people because you should think of each of those people as bringing along another ten people with them.” The best leaders recruit “insanely great” people and align them around a common vision. Follow Startup Archive for more timeless startup advice!

Startup Archive

249,002 просмотров • 2 лет назад

Anthropic and Claude's recent rise feels like a page taken right out of Peter Thiel's advice from nearly a decade ago > start with a niche that is built around a small market (coding) > quickly gain market share in that niche > build reputation and cult like following around that niche > expand that advantage to then slowly go after everyting else Compare this to OpenAI's strategy where the motto was "build AGI for everything" from the very beginning The vision is simply too grand, and the market is too large. There is no niche. The appeal is far too broad and the cult-like following is not quite there As Peter Thiel is saying, when you go after extremely big markets as a smaller company, you tend to put yourself at competition with far too many people That is exactly what ended up happening here And maybe, even more importantly, going after everything at once distracts your team and pulls you in far too many directions While vision is important, this mistake can end up killing your business Worth a listen

Anthropic and Claude's recent rise feels like a page taken right out of Peter Thiel's advice from nearly a decade ago > start with a niche that is built around a small market (coding) > quickly gain market share in that niche > build reputation and cult like following around that niche > expand that advantage to then slowly go after everyting else Compare this to OpenAI's strategy where the motto was "build AGI for everything" from the very beginning The vision is simply too grand, and the market is too large. There is no niche. The appeal is far too broad and the cult-like following is not quite there As Peter Thiel is saying, when you go after extremely big markets as a smaller company, you tend to put yourself at competition with far too many people That is exactly what ended up happening here And maybe, even more importantly, going after everything at once distracts your team and pulls you in far too many directions While vision is important, this mistake can end up killing your business Worth a listen

Boring_Business

151,154 просмотров • 6 месяцев назад

Google founder Larry Page explains how he decides what to work on When asked about his philosophy and only working on “10x ideas”, Page invokes the idea of additionality from economics: “It means doing something that wouldn’t happen unless you’re actually doing it. I think the more you can do things like that, the bigger impact you can have. And that’s about doing things people might not think are possible.” Page believes technology is a huge enabler of this impact: “I’ve been amazed… The more you learn about technology, the more you learn what’s possible…. And so for me, I just tried to focus on: What is the future really going to be and how do we create it?” Page’s path to additionality is following your curiosity, working on things nobody else is working on, and being willing to take risks that others aren’t. Video source: TED Talks (2014)

Google founder Larry Page explains how he decides what to work on When asked about his philosophy and only working on “10x ideas”, Page invokes the idea of additionality from economics: “It means doing something that wouldn’t happen unless you’re actually doing it. I think the more you can do things like that, the bigger impact you can have. And that’s about doing things people might not think are possible.” Page believes technology is a huge enabler of this impact: “I’ve been amazed… The more you learn about technology, the more you learn what’s possible…. And so for me, I just tried to focus on: What is the future really going to be and how do we create it?” Page’s path to additionality is following your curiosity, working on things nobody else is working on, and being willing to take risks that others aren’t. Video source: TED Talks (2014)

Startup Archive

109,958 просмотров • 8 месяцев назад

Drew Houston: “No one is born a CEO” Dropbox founder Drew Houston reflects on feeling insecure in the CEO role when he first started the company: “What I didn’t know was if I should be CEO. The more I learned about business, the more I realized I didn’t know. I was concerned — maybe I should find a more business-minded co-founder and be the CTO.” Drew recalls asking the CEO of another startup for advice at the time: “He told me to give it a shot — it doesn’t have to be permanent. If you like it, keep going. If you don’t, you don’t have to be CEO. He was very practical, but I think it’s totally rational to have imposter syndrome — especially if you’re in your early 20s — and recognizing that there’s a whole world of stuff you need to know beyond the technology and product. I wasn’t fully aware then that all of that is learnable.” He continues: “No one is born a CEO. Everyone is a first-time CEO at some point. Most of tech company founders that are in the Hall of Fame and that we all look at started as technologists and learned the business side on the job. There’s very few examples of going the other way. It’s just part of the game. That gave me some comfort later on, and I wish I heard that at the beginning.” Video source: Kleiner Perkins (2025)

Drew Houston: “No one is born a CEO” Dropbox founder Drew Houston reflects on feeling insecure in the CEO role when he first started the company: “What I didn’t know was if I should be CEO. The more I learned about business, the more I realized I didn’t know. I was concerned — maybe I should find a more business-minded co-founder and be the CTO.” Drew recalls asking the CEO of another startup for advice at the time: “He told me to give it a shot — it doesn’t have to be permanent. If you like it, keep going. If you don’t, you don’t have to be CEO. He was very practical, but I think it’s totally rational to have imposter syndrome — especially if you’re in your early 20s — and recognizing that there’s a whole world of stuff you need to know beyond the technology and product. I wasn’t fully aware then that all of that is learnable.” He continues: “No one is born a CEO. Everyone is a first-time CEO at some point. Most of tech company founders that are in the Hall of Fame and that we all look at started as technologists and learned the business side on the job. There’s very few examples of going the other way. It’s just part of the game. That gave me some comfort later on, and I wish I heard that at the beginning.” Video source: Kleiner Perkins (2025)

Startup Archive

11,042 просмотров • 11 месяцев назад

Jessica Livingston on investing in Stripe when the Collison Brothers were teenagers Jessica reflects on a 19-year old Patrick Collison telling her and the other co-founders of Y Combinator that he wanted to take on the financial industry with his younger brother John. “We were like, ‘Do you realize how hard this is? And you don’t have connections.’ But they were intrepid. They were like, ‘Well, we don’t have connections, but we’ll find connections.’” She recalls their determination and focus: “You think the head of a bank is going to take a 19-year old startup founder seriously? It seems pretty implausible, right? But they were good enough that they were able to convince these banks to work with them.” Determination, Jessica argues, is “by far the most important quality. More than intelligence. More than previous success in school.” When she co-founded Y Combinator, the hypothesis was that they’d just fund all the best hackers from MIT and Harvard and they’d turn out to be great startup founders. But that turned out to not be true. “Determination is the most important thing. Understanding your users and building a product with a great user experience is second most important.” Jessica also believes being flexible minded is very important: “You have this idea, you test it out, and it doesn’t always work the first time. You have to be able to say, ‘Okay, I thought I was going to do this, but let’s try this, even though I have a lot of energy vested in this, let’s try this direction. You really have to be open minded.” And then you have to be convincing and a good leader: “You are going to be convincing employees to join you. You’re going to be convincing investors to invest in you. When you get to the point where you’re doing deals with bigger companies, you have to convince them. Your whole world is convincing people, and so you have to be able to communicate your idea and convince people why they should care about you more than any of the other hundreds of startups out there.” Video source: Y Combinator (2016)

Jessica Livingston on investing in Stripe when the Collison Brothers were teenagers Jessica reflects on a 19-year old Patrick Collison telling her and the other co-founders of Y Combinator that he wanted to take on the financial industry with his younger brother John. “We were like, ‘Do you realize how hard this is? And you don’t have connections.’ But they were intrepid. They were like, ‘Well, we don’t have connections, but we’ll find connections.’” She recalls their determination and focus: “You think the head of a bank is going to take a 19-year old startup founder seriously? It seems pretty implausible, right? But they were good enough that they were able to convince these banks to work with them.” Determination, Jessica argues, is “by far the most important quality. More than intelligence. More than previous success in school.” When she co-founded Y Combinator, the hypothesis was that they’d just fund all the best hackers from MIT and Harvard and they’d turn out to be great startup founders. But that turned out to not be true. “Determination is the most important thing. Understanding your users and building a product with a great user experience is second most important.” Jessica also believes being flexible minded is very important: “You have this idea, you test it out, and it doesn’t always work the first time. You have to be able to say, ‘Okay, I thought I was going to do this, but let’s try this, even though I have a lot of energy vested in this, let’s try this direction. You really have to be open minded.” And then you have to be convincing and a good leader: “You are going to be convincing employees to join you. You’re going to be convincing investors to invest in you. When you get to the point where you’re doing deals with bigger companies, you have to convince them. Your whole world is convincing people, and so you have to be able to communicate your idea and convince people why they should care about you more than any of the other hundreds of startups out there.” Video source: Y Combinator (2016)

Startup Archive

163,490 просмотров • 1 год назад